Distancing Through Differencing: An Obstacle to Organizational Learning Following Accidents
The future seems implausible; the past seems incredible.
Woods & Cook (2002)
A critical component of a high resilience in organizations is continuous learning from events, ‘near miss’ incidents, and accidents (Weick et al., 1999; Ringstad & Szameitat, 2000). As illustrated by the many cases referenced in this book, incidents and failures provide information about the resilience or brittleness of the system in the face of various disruptions. This chapter explores some of the barriers that can limit learning even by generally very high quality organizations.
Despite terrible consequences, accidents, ...
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